How should HR find and hire extraordinary employees?

Although it is the recruitment season, many HR still reflect that it is difficult to recruit, and it is even more difficult to recruit excellent employees. How does HR find and hire excellent employees? The method is as follows:

1, define your "extraordinary employees"

Study the best employees and define their temperament different from that of ordinary employees. Find out what drives the best employees to be the best. Finding out what talents and skills are the key to your success in a completely different business environment.

Step 2 Continue the interview

It's a bit like fantasy to expect an extraordinary person to walk into your door and you just have a job opportunity for him. Don't wait until the day you need it most, and go for an interview from time to time, even if there is no suitable job. Use email and social contacts to keep you in touch with the best candidates. In this way, once there is a suitable position, there will be a special candidate preparation.

3. Ask some questions that can reveal your temperament.

You can't judge a special person by asking ordinary interview questions. Don't ask questions such as "What was your greatest achievement in the past?" Such a question. Please write down two grades in primary school, two grades in middle school, two grades in college and two grades in graduation. At least one achievement after graduation needs to be related to business. Then ask him what he is proud of, which will help you discover his core motivation.

4. Find someone who can overcome disappointment.

Extraordinary employees have plasticity, which is caused by life experience. When you interview, take a moment to define the candidates who are disappointed but still trying to make progress. These special employees will have such personal experience, which explains their plasticity and then helps them shrug their shoulders in the face of setbacks, which is part of high-performance work.

5. Don't confuse success with motivation.

Extraordinary employees are self-driven. But many people succeeded only because someone provided motivation at that time. For example, many top athletes will relax when they see their coaches absent. Unless you are willing to spend a lot of time promoting it, find employees who can succeed without constant attention.

6. Employment attitude, not experience.

Experience can be misleading, especially in the ever-changing business environment. Many hiring managers know that some "experienced" employees just have the same bad experience over and over again. Instead of focusing on what employees have done in the past, it is better to focus on whether they have an attitude that will make them excellent employees in the future.

7. Get a real letter of introduction

Extraordinary employees are usually similar. In fact, most similar employees are particularly good at convincing their bosses (intentionally or unintentionally) that they have talents that they don't actually have. Don't hire this candidate unless you talk to someone who says you are crazy not to hire him. Ideally, you should investigate and find references in person, instead of simply calling the resume of one of the candidates.

If HR wants to recruit extraordinary employees, in addition to the above methods, it should also be careful not to make the following misunderstandings:

1, too much emphasis on academic qualifications and contempt for candidates' ability.

As long as you look at the job advertisements, almost all the job advertisements have academic qualifications (to be honest, under the exam-oriented education system, people with academic qualifications are really not very capable! )。 In this way, it is easy to "catch" people who have the ability and no education. I once met a man who didn't graduate from primary school, but he can not only be a mechanic, but also design and independently complete the design, installation and acceptance of large equipment. Some even have an unreasonable fascination with academic qualifications, desperately pursuing high academic qualifications, and even ordinary operators require technical secondary school education or above! It can be said that it is a waste of resources, and it can also be said that it is a kind of discrimination. But it doesn't mean that you don't talk about academic qualifications at all. Recruiters need to be able to identify candidates, not subject to academic qualifications.

2. Pay too much attention to experience and ignore the potential of candidates.

Some enterprises always want to start work immediately, so they require candidates to have work experience and turn away some potential fresh graduates (saying "you have no experience" to get rid of things), which is not only a kind of discrimination, but also narrows the scope of enterprise choice. In fact, in the long run, human potential is more important than experience. Experience only represents the past, and potential reflects the future (as for how to examine the potential of candidates, it is HR's responsibility). Experience is also very important for enterprises, but don't blindly pursue one person's experience (I think recruiters in enterprises must have seen the phenomenon of fraudulent experience in resumes). It is more important for enterprises to find potential people than those with experience and no potential! This is also one of the places that reflect the value of human resource management.

3, too much emphasis on professionalism, considering too few skills.

In particular, some state-owned enterprises require that majors must match, and less consideration is given to the skills and interests of candidates. For some technical ones, professional requirements should be considered. However, due to various reasons, some people are forced to study a major they don't like, and it is possible that their best skills are not in their own major (especially some candidates with work experience). If we overemphasize professional counterparts, we may lose a talent.

4, only recruit people, regardless of the applicant's' use'.

Some enterprises are always in a state of shortage of human resources while recruiting people. One of the reasons is that they don't care enough about the new recruits. Anyone who enters an enterprise for the first time has an adaptation problem, and needs to adapt to corporate culture, rules and regulations, work style, interpersonal relationship, hardware and so on. If they can't adapt, it should be difficult to keep people. Therefore, caring, helping and following up should be a part of human resource management after people are recruited into the enterprise. Of course, we should follow up selectively, otherwise the workload is very heavy.

5, the pursuit of high education, less consideration of matching.

Some enterprises desperately pursue high education, often requiring graduate education or above! In human resource management, we should choose the right person to do the right job. It is not that the higher the education, the better. The key is matching. Otherwise, it is a waste not only for enterprises, but also for candidates. It is not good to be overqualified or overqualified. You should know that "a chariot can overcome difficulties, but crossing water is not as good as a boat;" A good horse can take risks, and farming is not as good as raising cattle. "

6. Enterprises do not attach importance to the choice of recruiters.

Although recruiting seemingly simple jobs, it is not. Recruitment is the first step for enterprises to employ people. It is very important for enterprises to take this step well! Recruitment involves a wide range. Recruiters must be able to identify potential, skills, abilities, interests, hobbies, etc. The quality requirements for the person in charge of recruitment should be higher. In addition to the above abilities, you should also have certain personality courage, such as affinity, etiquette, eloquence and judgment. Therefore, it is also very important for enterprises to choose recruiters. Don't underestimate this work. If necessary, you can invite some high-quality people in the enterprise to participate.

7. Other places to pay attention to

1) Recruitment discrimination, including geographical discrimination, gender discrimination, age discrimination, education/experience discrimination, etc. It often appears in some job advertisements. At present, the legal awareness of candidates has been greatly improved, otherwise it will easily lead to lawsuits.

2) I believe in written test, ability/potential/intelligence test, quality evaluation and so on. Some enterprises don't look at the object and take repeated exams, and some topics are unreasonable. Some even put some brain teasers in the test paper. The purpose of the test questions is a bit blind, and I don't know from which aspects to examine the candidates. Generally speaking, the written test should not be more than two times, the design of the test questions must be reasonable, the levels should be clear, the purpose of the inspection should be clear, the test time should not exceed 2 hours, and the answer should be convenient.